2013
DOI: 10.1007/978-3-642-34300-1_32
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Crisis Management Model and Recommended System for Construction and Real Estate

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Cited by 12 publications
(5 citation statements)
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“…Professional applications of these models may require the valuer to adaptation to the specific case. The rate of change can be extracted by a time series, but the specific condition of the property to be appraised may vary in a significant way (Kaklauskas et al , 2012; Constantino et al , 2009). This adaptation process of the information obtained from a time series to a specific property to be valued may influence the determination of several valuation inputs indicated in Equation (3).…”
Section: An Application Of Cyclical Capitalizationmentioning
confidence: 99%
“…Professional applications of these models may require the valuer to adaptation to the specific case. The rate of change can be extracted by a time series, but the specific condition of the property to be appraised may vary in a significant way (Kaklauskas et al , 2012; Constantino et al , 2009). This adaptation process of the information obtained from a time series to a specific property to be valued may influence the determination of several valuation inputs indicated in Equation (3).…”
Section: An Application Of Cyclical Capitalizationmentioning
confidence: 99%
“…This requires big flexibility and ability in the area of adjusting to changing conditions. In order to maintain and even to improve the position of a construction enterprise on the construction market, it is necessary to use methods that aid management [4,[14][15][16][17]20,22,[24][25][26]31]. One such method is the use of the process approach to management which is promoted by ISO 9001 standards which involve the identification, analysis and evaluation of processes and making corrective changes if needed.…”
Section: Introductionmentioning
confidence: 99%
“…Eisenberg, 2016;Pelsmakers, 2021). RE market participants need to make decisions with complex, far-reaching economic, social, political, technological, environmental, cultural and legal impacts (Kaklauskas et al, 2013;Toivonen, 2021;Toivonen & Viitanen, 2015), making it fundamentally contradictory to take a myopic, unilateral approach to risk and crisis management. Overall, a more holistic understanding of crisis impacts is needed to develop resilience in the BE (Hassler & Kohler, 2014;Rashidfarokhi & Danivska, 2023) against known and unknown crises, and achieving this requires a new methodology and a multidisciplinary approach (see Bundy et al, 2017;Wolbers et al, 2021).…”
Section: Introductionmentioning
confidence: 99%